Leaders in the Nursing Field

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Leaders in the nursing field empower or allow nurses and other individuals to assist in fulfilling the objectives of the organization. Nurse leaders from chief executive officers to the level of students play a major role in making decisions. Therefore, everyone has the chance to display the qualities of a good leader in medical work. Effective leaders in the nursing field utilize leadership theories and elements to execute quality health services. Leadership is one of the important factors that contribute to the success or failure of an organization. As a nurse leader, one can be summoned to utilize his or her knowledge and skills to discover creative solutions to medical care occurrences. Today’s medical care organizations require innovative and creative solutions. Hence, health care providers need to be creative and ready to take risks, and experiment. The advantages of creative nursing are that it improves the most excellent practices in caring for patients, self, colleagues, communities, and families (Manthey, 2008, par.2).

The nurse manager in the labor room where I work is a female and has been working there for the last 15 years. She runs the labor room, nursery, and post-postpartum unit. Many physicians, head nurses, and administrators have found and left her still at the same post. She is academically qualified and holds an RNC, BSN, MBA, degree. I have selected her because she is a well-organized, verbal, autocratic leader, aggressive and compliant associate of the nursing association. Being an autocratic leader, she is fully in charge of her department. She issues most of the directives which must be followed in the letter. She wields a great deal of power over her subordinates as her opinion about any subordinate is always honored by the management. In this respect, she can successfully lead to the sacking of any uncooperative worker. In addition, she has been working as a nurse manager in the labor room, the nursery, and the postpartum unit for a long. As such, she has faced numerous challenges and events which have greatly impacted her with extensive knowledge on anything regarding the three departments. She is thus well placed to address issues concerning occupational health and safety of the workers. In addition, she is well conversant with the challenges encountered in the labor room and knows how such problems are best solved as well as possible improvements which can permanently eliminate some challenges. Her aggressiveness and commitment show that she is passionate about her job and has been successful in the position.

The most common leadership theories are the trait theory, the great man theory, role theory, behavioral theory, leadership grid, Lewin’s leadership styles, Likert’s leadership styles, Vroom and Yetton’s normative leadership, Hersey and Blanchard’s situational leadership theory, authentic leadership, collective leadership, transformational leadership, leader-member exchange theory and path-goal theory of leadership (Clark, 2008, p.8). Theories related to nursing leadership and management include; general system theory, classical organization theory, non-classical organization theory, and applying motivation theory (Monica, 1986, p.20).

Classical organization theory assumes that human nature is as follows; individuals find work to be unpleasant or distasteful, individuals are not determined and prefer guidelines, people fail to give creative solutions to organizational problems, motivation to people is as a result of safety and physiologic factors and there is need for close coercion and control for people to achieve their objectives. Therefore, with these hypotheses, organizations create leadership structures that neutralize these features of individuals to achieve the organizational objectives or goals (Monica, 1986, p.21).

The non-classical organizational theory assumes that individuals view work as normal as play when situations are encouraging. In addition, individuals are self-directed and ambitious in fulfilling the objectives of an organization, individuals think creatively when solving organizational problems. Moreover, people are encouraged in every level of Maslow’s hierarchy of needs (social, esteem, physiologic, self-actualization, and safety) and, individuals are self-controlled and reasonable if they are well motivated. With such assumptions, an organization’s leadership structure is designed to ensure employees develop within the organization. Thus leaders in an organization tend to identify the things that motivate or encourage individuals and then provide a suitable leadership style, which will help employees to grow and develop in an organization. The trait of autocratic leadership style is a good example. Bearing in mind that the nurse manager in the labor room is an autocratic leader, she bears the non-classical organizational theory and thus she has been able to work in the same post for 15 years. She emphasizes finding out the things that will encourage and motivate people to continue working. Hence, the department is running well and patients receive quality health care because the employees are motivated to work. She has helped them to learn how to solve problems creatively, to be self-controlled and self-directed in fulfilling their objectives. (Monica, 1986, p.22)

Indeed, she holds the most crucial qualities of a leader. Inquiry on any of the processes undertaken in the labor room showed that she is thoroughly knowledgeable in every aspect of her work. She can narrate the different scenarios -+-that present themselves in her workplace. She vividly explained the handling of different delivery cases and the various procedures taken to ensure the safety of her patients. Statistical information as regards the number of patients undergoing a caesarian section and normal delivery, the success rate of the two delivery modes as well as the number of patients handled monthly and annually was free-flowing. She shared some shocking experiences on times when she could be found alone or with less staff and very complicated medical cases. She almost always worked smart and most efficiently to triumph with success (Theofanidis Dikatpanidou, 2006, Par 4).

She emerges as a very virtuous person, when faced with unfamiliar challenges, she admitted to having adequate consultations as well as application of her wit to identify the best and most efficient way possible to solve emergencies. Under normal circumstances, performing a caesarian section requires at least three assistants. However, due to her knowledge and experience, she can comfortably perform the procedure with the help of only one assistant. Indeed her long time of service offers her a certain level of national as well as cognitive experience such that she can instinctively make the right decisions concerning emergency cases (Theofanidis Dikatpanidou, 2006, Para 5).

Consequently, her great ability is well known and acknowledged by everyone who meets her. Her patients are most comfortable under her care as explained by the many messages of appreciation she receives from patients who have previously experienced her service. Her attention to detail and confidence in handling patients has over the years created trust among patients. The feeling has grown so strong that even in times when certain procedures do not succeed, nobody dares to lay any blame on her or even make allegations of recklessness or neglect. She manages a large number of nurses and interestingly all appreciate and enjoy working under her. This is because she is not only clear on what she wants but she also ensures that everyone is well equipped and sufficiently able to undertake the tasks availed. This is very critical for the motivation of the nurses. They always find her input in every process as being very valuable in clearing ambiguity and ensuring all work is done to meet the highest standards. Effectiveness remains her top priority. She insists that any work process regardless of the magnitude should be handled and undertaken most efficiently.

Very importantly she has developed a very well-considered schedule on which department to focus on and when. The three sections namely the labor room, nursery, and postpartum unit all require her attention. The labor room deals with baby delivery, the nursery caters for the recently born children whose mothers may be too tired to start taking care, the postpartum unit offers specialized care for both mothers and babies after delivery. The three units are heavily interconnected and also unique. Experienced midwives have to constantly be available at the labor room with a surgeon always on standby as a requirement for caesarian sections are never timely. Once the baby is delivered, it is transferred to the nursery where there are specialized conditions suitable for the newborn, and certain check-ups are done to ascertain their health status. The baby and the mother are then united at the postpartum unit which should be quiet and friendly for the two to meet and bond (Theofanidis Dikatpanidou, 2006, Para 6).

As can be seen, managing the three sections requires commitment and personal strength. The different nurses have different challenges which have to be handled differently. She has managed to develop a friendly communication channel for the subordinates by not victimizing those raising complaints and other issues of significance to improving their respective departments. However, due to the need to make haste decisions as regards patients in dire conditions, she has to issue directives with little or no inputs from her juniors(Theofanidis Dikatpanidou, 2006, Para 7).

She has been able to develop harmonious relationships with the nurses by attempting to understand each according to their likes and dislikes as well as avoiding favoritism when handling human resource management issues. Through this, she can avoid conflicts and misunderstandings regularly. The work processes get smoother and the results are always telling.

Her relationship with other senior managers is also very calculated. She acts as an efficient channel of interaction between the senior management and the nurses in her department. Having a thorough understanding of the departments she oversees, she is adequately placed to accurately educate the senior management on the happenings in her department as well as possible areas requiring their attention for improvement. She also relays any decisions made by the seniors for implementation by the nurses. On the other hand, she acts on behalf of her juniors by communicating issues that genuinely need to be addressed. In performing these duties, she strives to remain unbiased and transparent and this has won the hearts of both the nurses and the seniors. It is with these honest practices that her word is almost always taken as the truth.

As a leader, she has vehemently sought to avoid certain characteristics and traits which build bad leadership. She avoids being unpredictable. This is by way of being consistent in all the directives she gives. Before she takes a stand, she ensures it is right by gathering as much information about the issue as possible. Once the stand is taken and directives issued, she ensures that she sticks to the same direction in the future to avoid contradictions. This not only gives the workers confidence in executing their duties but also the motivation to fulfill requirements. Secondly, she avoids irony. Anytime she expresses herself to the nurses, she ensures it is direct and honest. No insinuations or ironic statements are made hence everyone understands instructions the same way as the other (Cohen 2009 Para 2).

In addition, she does not fail to express her appreciation for the good work done. She is constantly verbally congratulating her juniors and occasionally recommends favors and tokens for anyone who is exceptionally good at performing their duties. Still, she shows empathy where relevant. Anyone encountering challenges in his or her work life as well as social life can confidently share their problems with her and expect a positive outcome. She is ready to offer day-offs for ill workers and reschedule others on request where possible. These acts reinforce harmony and instill a feeling of appreciation among the workers.

She ensures that she is always in control of her department since she remains fully responsible for any arising cases. However, most importantly, she avoids prejudices and embraces logical thinking in performing her roles. This has been the strongest pillar of her success over the 15 years.

Questions Asked in Interview

What does your work entail?
What principles do you apply as a leader?
What principles do you apply in motivating nurses?
How do you face emerging unfamiliar challenges?
What are your priorities in people management?
What do you avoid in your leading role?
What are the interrelationships between the three departments you are in charge of?

Reference List

Monica, E., (1986). Nursing leadership and management: an experiential approach.

Clark C. (2008). Theory for Nursing Leadership and Management: Creative nursing leadership & management.

Manthey, M., (2008). Theories and styles leadership. A Journal of Values, Issues, Experience, and Collaboration, 14(4). Web.

Theofanidis D., Dikatpanidou S., (2006). Leadership In Nursing. Web.

Cohen, S., (2009). Nursing Leadership Theory. E-How. Web.

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Leaders in the Nursing Field

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